WISDOM COMES FROM PUTTING THINGS TOGETHER | PAGE 21

Hello 2015! As we gear up to start a fresh year, the editorial staff at DCR TrendLine is excited to share our analysis and insights into the non-employee workforce market.

Our thorough research and in-depth analysis of trends and happenings in the industry ensure that you have a clear reading of what’s happening in the world of contingent

worker supply, demand, and talent acquisition.

The DCR National Temp Wage Index focuses on supply and demand trends in the contingent labor market to provide insights into the relative movement of temporary wage

rates in the U.S. economy. We look at the continued growth of temp worker hiring and global economic predictions for the upcoming year.

This month, DCR TrendLine explores two broad themes. The first, which is fitting for the start of the New Year, delves into our predictions for the upcoming year. The first

article in this theme looks at the top information technology trends for 2015. We discuss what’s trending in the industry and the employment outlook for IT professionals.

The next article in this theme discusses the major trends in HR technology, and the major innovative disruptions we expect to see this year. Another article in this group looks

at overall employment and workforce trends for 2015. And our last article on this topic uncovers new sources of talent that managers should explore for the acquisition of

skilled workers.

The second theme covers worker wellness. We first look at the causes of worker burnout, their effects on health, and the strategies employers are using to reduce them.

Our industry highlight is about a sector that also lends itself to worker wellness – recreational services. We discuss employment in the industry and provide an occupational

profile of recreation workers. Keep an eye out for the DCR TrendLine Recreational Services Employment Index to get an overview of employment trends in the industry.

Our feature article this month examines the use of big data analysis in the human resource function. We discuss the issues and challenges that HR departments face in

implementing predictive analytics, and also provide tips on how companies can prepare themselves to start HR big data projects.

The final article for this edition of DCR TrendLine looks at the prospects for 2015 college graduates. You might be surprised to know which industry is planning on hiring the

most college grads.

On a concluding note, the DCR TrendLine editorial staff, along with everyone at DCR Workforce, would like to extend our wishes to you for a happy and successful new

year - full of hope and joy. Happy New Year!

Ammu Warrier

Ammu Warrier, President

“NOTE FROM THE EDITOR

INSIDE THIS ISSUE “As the labor market tightens we will see positive movement in just about every meaningful job metric including wages, and people who took a one step backward to get into labor force will be able to take two steps forward.” ~Thomas E. Perez, U.S. Secretary of Labor

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Note from the Editor...............................................................................................................................................page 1DCR National Temp Wage Index.........................................................................................................................page 2Top IT Trends for 2015............................................................................................................................................page 6Disruptions in HR Technology.............................................................................................................................page 9Employment Trends for 2015 and Beyond.....................................................................................................page 11The New Sources of Talent...................................................................................................................................page 13Worker Burnout.......................................................................................................................................................page 14Industry Highlight: Recreational Services Index..........................................................................................page 19Wisdom Comes From Putting Things Together.............................................................................................page 212015 College Grad Prospects............................................................................................................................page 26Methodology........................................................................................................................................................... page 28References................................................................................................................................................................page 29About DCR.................................................................................................................................................................page 30

In November 2014, the latest figures from the U.S. Bureau of Labor Statistics (BLS) found that U.S hiring surged, adding a surprising 321,000 jobs, far exceeding analysts’ predictions, with the largest monthly increase since January 2012. Average hourly wages had their biggest gain in 17 months. The unemployment rate was unchanged from October at 5.8 percent.

U.S. private sector employment rose by 208,000 jobs in November 2014, according to the ADP National Employment Report. Small businesses continued to drive job growth, adding nearly half the total for the month.

“DCR NATIONAL TEMP WAGE INDEX

“Steady as she goes in the job market. Monthly gains remain consistently over 200,000. At this pace the unemployment rate will drop by half a percentage point per annum. The tightening in the job market will soon prompt acceleration in wage growth.” ~Mark Zandi, Chief Economist at Moody’s Analytics

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DCR NATIONAL TEMP WAGE INDEX

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Year-over-Year Growth in Temp Jobs

Source: BLS

The employment services field, a federal BLS designation that encompasses mostly temporary workers, has grown by more than 40 percent in the last six years. In Northeast New Jersey, particularly, temp hiring has increased with the counties of Bergen, Passaic, and Hudson increasing temp jobs by 57 percent. In November 2014, the number of U.S. temporary help services jobs rose by 22,700.

According to recent data released by the American Staffing Association, staffing companies employed an average of 3.26 million temporary and contract workers per week in the third quarter of 2014, up 6.1 percent from the year before.

However, the year-over-year growth rate for temporary jobs slowed down to 8.52 percent in November 2014, from 9.15 percent the month before.

The State of Contingent Workforce Management report by Ardent Partners highlights what is known as the “flex economy.” As non-traditional talent continues to be a major strategy for companies looking to boost their workforces, the flex economy is one where companies actively recruit for workers who offer their specialized skills and expertise on a freelance basis.

According to Ardent Partners, characteristics of the flex economy include:

• Freelancernetworksandonlinelabormarketplacesassourcesofnon-traditionaltalent.• Projectsdesignedforengagingfreelancersinsteadoftraditionalfull-timeworkers.• Dedicatedinitiativestoanalyzesocialnetworkstofindneededanduniquetalentandskills.• Useofcrowdsourcingsolutionsasawayoffindinginnovativeresourcesforprojects.

TEMP WORKER HIRING REMAINS STRONG

THE FLEX ECONOMY

DCR NATIONAL TEMP WAGE INDEX

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Analysis by FlexJobs.com reveals that the top industries for freelance positions are education, writing, translation, graphic design, consulting, computer and IT, accounting and finance, web development, entertainment, healthcare, and sales and marketing. And while many major companies seek freelancers, it’s the less well-known organizations that offer the most freelance jobs.

A recent survey of freelancers by Freelancers Union and Elance-oDesk finds that 77 percent of freelancers say that they make the same or more money than they did before they started freelancing.

A survey released by Trinet revealed that CEOs spend an average of up to 46 percent of their time on HR issues. Thirty-three percent of the 469 CEOs surveyed pointed to HR documentation and workplace compliance as their greatest worry, followed by litigation and hiring practices.

The survey also revealed that 30 percent of CEOS don’t measure the return on investment in HR.

Just recently, IHS outlined its top economic predictions for the global outlook of 2015. Global growth is expected to be approximately 3 percent this year, compared to 2.7 percent in 2014.

The United States will continue to outperform other countries, driven by strengthening domestic demand. Consumer spending, which accounts for 70 percent of gross domestic product (GDP) remains positive, due to predicted strong job growth, improved household finances, and low gas prices. IHS predicts that the economy will grow in the 2.5 to 3 percent range. Surveys released by the Institute for Supply Management reveal that the U.S. economy will continue to strengthen in 2015.

Revenue Growth Expected in 2015

Source: Institute for Supply Management & The Wall Street Journal

CEOS’ INVESTMENT IN HR

ECONOMIC GLOBAL PREDICTIONS FOR 2015

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DCR NATIONAL TEMP WAGE INDEXThe euro zone will continue to struggle with a weak labor market, but low oil prices, a weaker euro, and accommodative monetary policy are expected to help growth. IHS predicts a modest growth of 1.4 percent, compared to 0.8 percent in 2014.

Japan’s economy is expected to rebound in 2015, after suffering its fourth recession in six years. Meanwhile, China’s growth will continue to slow to a growth rate of 6.5 percent in 2015. Due to cheaper oil, increases in global liquidity, and acceleration of U.S. and European growth, emerging countries will see large growth increases.

World’s Largest Economies in 2015 (estimated)

Source: CNN

TOP IT TRENDS FOR 2015Information technology (IT) workers are always in high demand by organizations in a wide range of industries. On a year-over-year basis, IT employment has grown by 2.88 percent since May 2013, adding 130,100 workers. As companies continue to increase their reliance on technology solutions, industry experts expect that IT hiring will increase in the upcoming year. Employment and output in the industry are projected to grow rapidly through 2020, outpacing similar professional industries and the economy as a whole. This forecasted growth is attributed to firms and individual consumers continuing to increase their usage of information technology services, with cloud computing contributing substantially to industry demand.

IT experts at the recent Gartner Symposium identified what they believe to be the top strategic information technology trends for 2015. These trends are

expected to have a potentially significant impact on companies over the next three years.

ComputingThe continued advancement in smart-phone technology prompted Gartner experts to project that in 2015 there will be an increased emphasis on

serving the needs of mobile users, as opposed to focusing on the device itself. Smart phones and wearable devices will continue to be important, and user

experience design will be critical to organizations offering products and services.

The Internet of Things Gartner predicts that the Internet of things will continue to expand and will be replicated in both industrial and operational environments.

3D PrintingExperts believe that the cost of 3D printing will decrease in the next three years, leading to a rapid increase in demand for the technology. Industry

analysts predict that 3D printing will be a viable means of reducing costs through improved designs and streamlined prototyping. Gartner believes that

organizational use of 3D printers will rise, especially in industrial, biomedical, and consumer applications.

Advanced AnalyticsAnalytics will continue to advance, as vast pools of unstructured data both within and outside of organizations are generated. Gartner experts believe that

every app will have analytic capabilities.

Smart MachinesAnalytics and responsive context-rich systems will lead to increased development of systems that are able to learn for themselves and act upon those

learnings. Gartner analysis speculates that smart machines will be a major disruptive innovation in the history of IT.

Cloud ArchitectureCloud computing is rapidly becoming the foundation for both internal and external facing applications. Mobile computing and cloud computing continue

to lead to the growth of centrally coordinated applications that can be delivered to any device. Experts say that lowering bandwidth costs, coordination,

and cloud-based management, will be areas of focus in the coming year.

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WHAT’S TRENDING IN IT

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TOP IT TRENDS FOR 2015

According to TEKsystems’ recent quarterly IT Reality Check survey, IT leaders reported that temp worker hiring has increased over 2014. Approximately 42 percent of IT leaders reported an increase in temporary hiring in 2014. Experts believe that more IT professionals will shift from full-time work to consulting and freelancing due to the flexibility and higher hourly rates available.

““There are large initiatives [underway], and you have to have the people to get them done.” ~Jason Hayman, Market Research Manager at TEKsystems

“The global economy in general is moving to a contract or freelance workforce. It’s now a $1 billion worldwide market, and projected to be $5 billion in the next five years.” ~Xenios Thrasyvoulou, Founder and CEO of PeoplePerHour and SuperTasker

In September of 2014, the unemployment rate for IT professionals was just under 3 percent according to the U.S. Bureau of Labor Statistics. This figure is leading to many IT managers realizing that finding talent will be a demanding endeavor in the upcoming year.

A recent survey by Robert Half Technology reveals that 87 percent of U.S. Chief Information Officers (CIOs) surveyed plan to expand their IT teams in the first half of 2015. Corroborating this trend, a Computerworld 2015 Forecast survey showed that 24 percent of respondents said that their companies plan to add more IT employees in the year ahead.

TEMP IT HIRING EXPECTED TO INCREASE

DCR TrendLine IT Employment Index

Source: BLS

TOP IT TRENDS FOR 2015

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Though demand for IT workers is high, staying at the top of the field is a daunting task for those employed in the industry. Below are some of the most in-demand IT skills for 2015:

1. Big DataBig data is predicted to grow by 40 percent per year over the next ten years, reaching over 40 zettabytes by the year 2020. IT professionals who are able to process enormous amounts of data in real time are in high demand, with Hadoop skills topping the list of desired skills.

2. MobileThe use of smartphones, tablets, and wearable devices continues to increase, and companies are looking for workers with a broad set of skills in mobile. Native iOS and Android development will continue to grow, and employers are also highly interested in workers who have expertise in responsive design and user experience.

3. CloudDemand for cloud computing grew more than 30 percent in 2013. As more software solutions are being deployed in the cloud, employers are searching for professionals who have migration, integration, and developer knowledge of different APIs.

4. SecurityThroughout 2014 the news was full of stories of the fallouts from security attacks on major and small companies. Companies large and small are looking to bring their security function in-house for better control and oversight, and are looking for security experts. Additionally, the growth of bring-your-own-device (BYOD) adoption is causing a greater demand for mobile security.

4 MUST-HAVE IT SKILLS FOR 2015

DISRUPTIONS IN HR TECHNOLOGY

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The HR technology market is expected to be more than a $15 billion market in software, and it’s expected to expand with growth and innovation in 2015. HR technology providers are developing new tools to help companies manage worker communication, engagement, recognition, and workplace wellness. This new cycle of innovation is leading private equity and venture capital firms to invest heavily in the space. According to Forbes, the top 50 HR technology investment deals in 2014 were over $560 million and the top 50 learning and educational technology deals were over $800 million.

This increased interest in HR technology is leading to one of the most innovative times ever for the market, with experts predicting big innovation diruptions.

HR software today is no longer focused on the functional feature set, but rather on the degree of user engagement. While there continues to be a large market for back office systems built to automate, store, and manage worker data primarily used by HR managers, HR systems have changed. Now HR systems are “self-service” and their success is dependent on how easy they are to use by workers, managers, and even job candidates.

For example, recruiting systems have transformed substantially. Just a few years ago, applicant tracking systems were electronic digital filing cabinets used for storing and indexing resumes. Today’s recruitment systems allow job candidates to apply using mobile devices with just one click, do video interviews, and take online assessements. Companies developing recruitment software now have to make these systems so easy to use that they are actually fun.

According to Kleiner Perkins research, there are approximately 5.2 billion devices and 1.6 billion smart phones, but only 789 million laptops and 743 million desktop PCs globally. This signifies that most workers are more likely to access HR applications on their phone than they are on their PC.

This trend means that the focus of new applications should be mobile, with emphasis on usage mechanics, user interface, and design. HR systems that are designed well for mobile should have the capabilities to “tap and swipe” rather than “click and type.”

Talent analytics research from Bersin by Deloitte shows that companies who go through the process of “datafying” their HR organizations see 2-3x better results in their quality of hire and employee turnover.

Software is becoming more of a commodity, while value is driven by data, decision-making, and analytics. While finance, marketing, and supply chain organizations have been investing in analytics solutions for decades, HR is just starting to look into business analytics. Only 4 percent of large organizations currently have the abilty to predict or model their workforces.

As HR managers become more interested in data analysis, they are more likely to buy tools due to their embedded analytis with intelligence and analytics capabilities.

Companies currently depend upon a variety of technology solutions to manage their contingent workforces; with Vendor Management Systems (VMS) technology being the most utilized solution in the industry. These systems have evolved from eProcurement for temp workers to become all-around systems for all aspects of the management of non-employee labor, including analytics, recruiting, and freelancer management.

SHIFT FROM SYSTEM OF RECORD TO SYSTEMS OF ENGAGEMENT

MOBILE APPS, NOT JUST MOBILE VERSIONS

DATA ANALYSIS AS A SOLUTION, NOT PRODUCT

CONTINGENT WORKFORCE MANGEMENT TECHNOLOGY

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DISRUPTIONS IN HR TECHNOLOGY

According to Ardent Partners’ ‘The State of Contingent Workforce Management’ report, over the next 12 to 16 months, mobile applications and portals will become more important to contingent workforce management technology. Freelancer Management Systems (FMS) are also increasing in adoption as freelancers and independent talent are being sought after by more companies.

CWM Solutions Utilization

Source: Ardent Partners

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EMPLOYMENT TRENDS FOR 2015 AND BEYONDLast month, DCR TrendLine concluded the year by providing a recap of the trends in employment over the course of 2014. As we gear up to begin 2015, we highlight our predictions of employment and workplace trends for the upcoming year.

Generation ZGeneration Z, born between 1994 and 2010, is becoming a major target for companies looking for interns. The oldest Gen Z’s will be seniors in college in 2015. Companies such as Deloitte and Microsoft are recruiting high school students for their internship programs. Social media companies such as Facebook and LinkedIn are paying high school students to be interns. This increased interest and investment in Generation Z is occurring for two major reasons: 1) companies are trying to close the skills gap, and 2) companies are trying to compete for the very best talent by building brand awareness and loyalty early.

Baby BoomersThe current largest demographic group in the United States, Baby Boomers, is heading for retirement. As baby boomers retire, companies will have to worry about succession planning and knowledge transfer along with filling vacant positions in a tightening labor market. Additionally, as they grow older, baby boomers will require more frequent and specialized medical care. This will lead to continued growth in fields related to the care of this population, including healthcare professionals and social workers.

TransparencyAs companies target younger workers, such as Generation Z and millennials, they are focusing on improving their transparency. In a recent study by Millennial Branding, 52 percent of Gen Z’s and Gen Y’s state that honesty is the most important quality for being a good leader. Social media is continuing to push companies to be more open and for leaders to share more of their activities on a regular basis.

Skills GapFigures from the Bureau of Labor Statistics reveal that there were 4.7 million job openings in June 2014, and more than half of employers stated that they couldn’t find qualified candidates. An article by Dan Schawbel, the founder of Millennial Branding, says that this issue will persist until the col-lege curriculum aligns with the job marketplace. While only 2 percent of companies are recruiting liberal arts majors, schools continue to offer and promote these degrees. According to Schawbel, companies need to work with colleges so that students obtain the necessary skills to bridge the gap.

Mobile Job SearchIn 2015, there will be an even greater emphasis on mobile recruiting. Currently, 83 percent of job seekers use a smartphone to search for job openings but only 20 percent of the Fortune 500 companies have a mobile friendly career site. As the use of mobile continues to grow, companies are starting to focus on optimizing their websites and creating mobile applications for the purpose of recruiting

Social Media For TalentMore companies will be active on social media and blogs in 2015. In order to stand out as an employer and promote employer brand, companies will start to post more work culture related posts and encourage their current employees to share them. According to Forbes, 58 percent of people are more likely to want to work at a company if they are using social media. With candidates holding the power in the labor market, people are becoming more selective and looking for interesting companies to work for, and social media posts give them a glimpse into the company that is more real than press releases and corporate websites.

Succession PlanningAs baby boomers start to retire, succession planning is going to become a major concern for companies. Experts believe that companies will start to hold onto their older workers in order to transfer their knowledge to younger ones. In 2015, millennials become the largest percentage of the workforce for the first time. A study by Elance-oDesk found that 27 percent of millennials are already managers, and in 10 years, 47 percent want to

EMPLOYMENT TRENDS FOR 2015 AND BEYOND

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be managers or senior managers. A separate study by CareerBuilder found that the problem with new younger managers is that they are unprepared for their roles, as they were never trained and were just pushed into these positions out of necessity as companies lost older workers.

Non-Traditional WorkThere will be more freelancers and independent workers in 2015, both out of choice and necessity. Employers are looking to hire more temp workers to retain flexibility and avoid paying benefits. A recent study by Elance-oDesk shows that 53 million Americans now work as freelancers, making up 34 percent of the U.S. workforce.

Distributed WorkA growing number of workers, especially specialized consultants and leaders, divide their time among multiple locations at companies or client organizations. Instead of keeping their own desk or cubicle, workers report to different workstations and worksites. Many workers telecommute, allowing them to reinvest time spent commuting into more productive work or time with family. Even on-site workspaces are transforming. A recent study by the University of Sydney found that people sitting for 8 to 11 hours a day increased their risk of dying by 15 percent. Many companies are now promoting active work environments and are introducing standing stations, shared “hot desking” and even treadmill desks.

THE NEW SOURCES OF TALENTThe ever-widening skills gap, combined with the current 13-year high in number of job openings, is causing employers to look for new sources of talents. Hiring managers are starting to rely more heavily on non-traditional talent to fill vacant positions and obtain needed skillsets. Currently, according to Ardent Partners, 32 percent of the average company’s overall workforce is considered contingent or contract-based. Ardent predicts that by the end of 2017, almost 45 percent of the global workforce will consist of contingent workers.

Currently, traditional sources of contract talent such as staffing agencies and personal networks encompass the majority of the marketplace. However, over the next few years, the labor market is expected to shift, with social media and social networks and crowdsourcing solutions gaining more momentum.

Private Talent PoolsThis source of talent is something that is already known to employers. It consists of alumni and former workers, retirees, and past contingent workers. Private talent pools are able to provide workers who have already earned trust and whose quality has already been measured.

Social Media and Social NetworksSocial media and social networks are expected to grow by 60 percent over the next two years. Social platforms, such as LinkedIn, are already serving to connect non-employee talent with companies. Additionally, social media and networks can be used to discover workers with experience in niche industries and hard-to-find skills.

Online labor marketplacesIn 2014, companies looking to find contractors that specialize in fields and industries or for specific projects or tasks are using freelance networks and online marketplaces more often. According to research from Ardent Partners, reliance on online labor marketplaces is expected to grow by 96 percent over the next two years.

CrowdsourcingCompanies are increasingly looking at crowdsourcing to quickly obtain talent and innovation in everything from graphic design to writing to mar-keting services. Crowdsourcing is becoming a cost-effective means of tapping into global talent on a consistent basis. Ardent Partners expects that this source of talent will grow by over 400 percent through 2016.

13Source: Ardent Partners

The Sources of Contract Talent, Now vs. 2016

WORKER BURNOUT

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In today’s workforce, control over individual time is a valuable form of currency. However, as jobs become more dependent on online connectivity and technology, many workers are losing control over their time. Increased competitiveness and leaner workforces are also contributing to the pressures that workers face. While technology has helped to boost worker productivity over the past few decades, it has also come with related costs such as stress.

Christina Maslach, a professor at the University of California – Berkely, has four decades of research on the subject and helped to popularize the term “burnout.” Maslach loosely defines the term to encompass a combination of work overload, lack of autonomy and reward, and social and moral discord at work.

Employers are starting to recognize the negative effects companies face due to worker burnout. Career burnout increases stress and stress-based illnesses such as headaches, heart disease, obesity, and mental health disorders. This leads to an increase in missed days at work and higher healthcare costs. In addition, when workers are experiencing burnout, their ability to focus on tasks is reduced. This leads to decreased productivity and worker engagement. According to a 2013 report by Gallup, only 30 percent of employees in the United States feel engaged at work.

After seeing the job losses during the recession, workers are more inclined to come into work, even when sick. And after hours, physical presence is replaced with virtual presence. Many workers are fearful of switching off, often deciding to work on vacation, during dinner, or from home at night with smartphones, laptops, and tablets.

According to Jonathan Spira, chief analyst of the New York research firm Basex, information overload costs American businesses just under $1 trillion in employee time lost to needless emails and other distractions.

Employers are taking steps to tackle the causes of worker burnout. Volkswagen turns off some employees’ email 30 minutes after their shift, and many other companies are starting to set limits, recognizing that successful and productive workers need to be able to escape from work.

At Goldman Sachs, one strategy has been to make workers feel less at risk in their jobs. To keep junior analysts from burning out in attempts to prove their value, the bank has decided to start hiring first-year analysts as permanent employees, instead of as contract workers.

Quirky, a New York based start-up has instituted a “blackout” week once a quarter, during which no one except customer representatives are allowed to work.

A global workforce study by Towers Watson found that employees who take a break every 90 minutes report a 30 percent higher level of focus than those who take no breaks. They also report an approximately 50 percent greater capacity to think creatively and a 46 percent higher level of health and well-being.

Do Workers have Fulfilling Workplaces?

Source: The New York Times

STRATEGIES EMPLOYERS ARE USING TO REDUCE BURNOUT

WORKER BURNOUT

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A report by Oxford Economics for the U.S. Travel Association found that U.S. workers fail to take 169 million days of paid time-off annually, forfeiting approximately $52.4 billion annually in pay and benefits.

Workers are also taking less time off in recent years. In 2000, workers took off an average of 20 days compared with just 16 days in 2013.

A separate study on small business owners by OnDeck revealed that 61 percent of workers only take five days off per year. And when they do take off, 67 percent check in with work at least once per day. Only 15 percent completely disconnect.

“Americans are taking the value of their time for granted. By passing on vacation days and working instead, U.S. employees are serving as volunteers for their companies.” ~Adam Sacks, Founder and President of Oxford Economics’ Tourism Economics division.

VACATION DAYS

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WORKER BURNOUT

Researchers, company executives, and advocates have pushed for decades to increase workplace flexibility. A few years ago, a smartphone and a VPN connection were empowering instruments that allowed workers freedom to work on their own terms. Today, however, buzzing smartphones and software that tracks one’s whereabouts actually limit real flexibility for workers at the top and the bottom of the economic spectrum.

Retail workers often work hours that seem flexible, but are often highly variable. Retailers are implementing software that helps to optimize staffing against levels of store traffic. From a corporate perspective, scheduling software removes a time-consuming task from store supervisors and makes the process more efficient. Using analytics to schedule workers on an as-needed basis saves labor costs and ensures adequate staffing during peak periods. However, workers, such as those at Starbucks, say that they receive very little notification of their work hours and it limits their ability to schedule other activities, or even other jobs.

Those in well-paid, white-collar jobs are also impacted by variability. Employees at Boston Consulting Group (BCG) reveal that they suffer stress from the lack of control over their work hours and complete lack of predictability over how many hours they would be putting in during the day.

“The big problem wasn’t so much the long hours and incessant travel. Our consultants expected that when they joined BCG. Rather, Perlow discovered, it was the complete lack of predictability or control they had over their daily lives.” ~Deborah Lovich, Partner at Boston Consulting Group.

UNPREDICTABLE HOURS A CAUSE FOR STRESS

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WORKER BURNOUT

The average worker spends 28 percent of the workday dealing with email. A 2013 survey by GFI Software found that 81 percent of U.S. employees check their email outside of work, with more than a third saying they check their work email several times a day outside of work hours. A third of respondents also said that they usually respond to emails within 15 minutes.

Recently, researches coined a term for this urge to immediately respond to emails – “workplace telepressure.” The research, published in the Journal of Occupational Health Psychology, found that a fixation on work email could contribute to physical and mental burnout. Workers who experienced high levels of telepressure reported felling fatigued and unfocused. Telepressure also correlated with sleeping poorly and missing work. The findings suggest that constantly checking work email may not be healthy or productive, and that companies should encourage employees to unplug or enact no-email-after-hours policies to ensure the wellbeing of the workforce and the company’s bottom line.

THE DANGERS OF EMAIL

Email Habits

Source: GFI Software

WORKER BURNOUT

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Depression Research published in the journal PLoS ONE shows that people who work 11 or more hours per day have a more-than-doubled risk of depression than those who work the more-standard 7 to 8 hours a day.

SleepAccording to the National Sleep Foundation, the average American adult should aim to sleep for 7 to 9 hours per night. However, the foundation’s recent Sleep in America survey found that the average respondent only sleeps 6 hours and 40 minutes on a typical night. And 20 percent of those working over 50 hours per week reported getting fewer than 6 hours of sleep per night. Another study published in the Journal of Sleep Research found a link between long work hours and reduced quality of sleep. The health effects of too little sleep include decreased memory, increased weight gain, irritability, and cardiovascular health problems.

Close to a quarter of employees report doing job-related work within an hour of going to bed. According to Michael Decker, an associate professor at Georgia State University, looking at a computer screen and stimulating the brain with bright light can make it harder to sleep.

Cardiovascular IssuesWorking overtime increases the risk for a wide range of cardiovascular health problems, including heart disease, heart attack, and high blood pressure. A 2010 study published by the European Society of Cardiology found that working 10 or more hours per day resulted in a 60 percent jump in risk of cardiovascular issues.

StressAccording to the Mayo Clinic, a quarter of people identify work as the primary stressor in their lives. In the short term, stress prompts the body to pump out hormones that can increase blood pressure, heart rate, and blood sugar. And over time, stress can lead to obesity, heart disease, mental health problem, and skin problems.

Eye StrainA 2011 study by the College of Optometrists found that anywhere from 64 to 90 percent of computer users report experiencing some kind of vision symptoms, including eye strain, headaches, dry eyes, or blurred vision.

HOW BURNOUT CAN IMPACT HEALTH

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INDUSTRY HIGHLIGHT: RECREATIONAL SERVICES INDEX

OCCUPATIONAL PROFILE OF RECREATION WORKERS

Source: AIA

The recreational services industry is made up of occupations from two larger sectors – arts, entertainment, and recreation on one side and accommodations and food services on the other. Recreational services added 41,200 seasonally adjusted jobs from January 2014 to November 2014. Holiday travel tends to cause a spike in employment at the end of the year, so we expect December figures to reveal a steep rise for the industry.

The amusement, gambling, and recreation industries subsector is defined by the North American Industry Classification System as one which 1) operates facilities where visitors can engage in sports, recreation, amusement, or gambling activities and/or 2) provides other amusement and recreation services, such as operating sports teams, clubs, or leagues engaged in playing games for recreational purposes.

According to U.S. Bureau of Labor Services (BLS) predictions, employment in the amusement, gambling, and recreation industry is expected to increase by 5.2 percent by 2022.

According to BLS’s Occupational Outlook Handbook, recreation workers design and lead leisure activities for groups in volunteer agencies or recreation facilities, such as playgrounds, parks, camps, aquatic centers, and senior centers.

In 2012, recreation workers held about 345,400 jobs in the United States. About half of the workers are employed in full-time positions, but a large percentage work weekends or irregular hours or may be seasonally employed. Recreation workers who work full-time typically require a bachelor’s degree. In 2012, the Council on Accreditation of Parks,

Recreation, Tourism, and Related Professions, a branch of the National Recreation and Park Association, accredited 81 bachelor’s degree programs in recreation or leisure studies. Programs include courses in management, human development, community organization, and administration. Students can specialize in areas such as park management, outdoor recreation, industrial or commercial recreation, and camp management. The mean annual wage for recreation workers was $22,240 in May 2012. The top 10 percent earned more than $38,750. The highest wages were found in nursing and residential care facilities, social assistance, and local governments.

The states with the highest employment for recreation workers are California, New York, Florida, Illinois, and Texas. Meanwhile, top paying states include District of Columbia, Alaska, Hawaii, Nevada, and Vermont.

DCR TrendLine Recreational Services Employment Index

Volume of Amusement, Gambling, and Recreation Establishments

Source: BLS

OUTLOOK

BENEFITS OF PARKS AND RECREATION

INDUSTRY HIGHLIGHT: RECREATIONAL SERVICES INDEX

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Due to growing rates of childhood obesity, many federal, state, and local campaigns have been established to encourage young people to be more physically active. This increased emphasis on exercise is expected to lead to a demand for recreational services workers in fitness centers, sports centers, and camps that specialize in younger participants. Employment is expected to grow 14 percent from 2012 to 2022. Job prospects are expected to be best for those seeking part-time, seasonal, or temporary recreation jobs.

The National Recreation and Park Association (NARP) summarizes key categories in which parks and recreations contribute to communities. Nationwide, there are more than 12,000 local park and recreation departments that manage over 105,000 public parks. About one-third of the public believes that too little is spent on parks and recreation.

Physical Health: More than one-third of adults in the United States are clinically obese and one-third of American children are overweight. Increased physical activity is an important part of solving this issue. Parks provide a venue for activities such as organized sports, running, biking, gardening, hiking, and swimming. According to the NARP, multiple studies show that time outdoors is the strongest correlate of children’s physical activity. Mental Health: The NAPR asserts that the presence of neighborhood parks promotes psychological well-being. Time spent in green environments has been proven in studies to reduce sadness and depression. Youth Development: Studies show that community violence occurs less frequently among youth who live in neighborhoods with youth-serving organizations. Students who participate in at least one hour of extracurricular activities per week are 49 percent less likely to use drugs and 37 percent less likely to become teen parents. Environment: Scientists have confirmed that urban parks serve an important role in improving air quality which affects 127 million people in the United States who suffer from respiratory and cardiovascular disease, decreased lung function, and increases in cancer rates. Urban trees in the lower 48 states are estimated to remove 783,000 tons of pollution per year, with an estimated annual value to society of $5.6 billion.

Source: BLS

Recreation Worker Employment, by State (May 2013)

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WISDOM COMES FROM PUTTING THINGS TOGETHER

There is a well-known quote from John A. Morrison about the difference between obtaining knowledge and wisdom – “Knowledge comes by taking

things apart: analysis. But wisdom comes by putting things together.” In the era of big data and predictive analytics, the HR organization is often lagging

behind other areas such as finance, accounting, marketing, and supply chain operations. The ability to capture and analyze big data has enabled many

enterprises to both increase revenues by better understanding and more accurately targeting customer needs and reducing costs through improved

business processes.

Recently, big data has captured the attention of HR managers who are looking for ways to gain knowledge by analyzing mountains of structured and

unstructured data, and combining these seemingly disparate facts to gain wisdom and answers to questions regarding workforce productivity, impact of

training programs, predictors of workforce attrition, and succession planning.

“By tracking competencies associated with new recruits – as well as their early performance and length of service – HR teams can build ideal hiring

profiles, predict hiring quality and then actively recruit for long-term, high-value talent. Valuable, historic data already exists on HR

information systems. But most organizations fail to use this data to address challenges in recruiting practices.” ~Sayed Sadjady, Principal

at PwC

A 2013 survey by SHS revealed that 77 percent of HR professionals are unable to determine how their company’s workforce potential is affecting the

bottom line, and less than half use objective data regarding worker performance to guide business decisions.

Resistance: There is some resistance to the application of big data utilization in human resources. While almost every business operation can be

automated, the personal or “human” aspect is difficult to integrate into technology. Sophisticated intelligence solutions are able to predict a person’s next

action, but are still unable to understand and predict human emotion. Additionally, a survey by the Chartered Institute of Personnel and Development

(CIPD) found that HR professionals are often hesitant to engage with numbers or are passive towards them, and only half of senior HR leaders believe that

they have the skills to link their data to key business and financial data.

Lack of Skills: A large majority of those employed in the HR function lack the data analytic skills or statistical background needed to sort through and use

the large pool of available data. Historically, HR and analytics were considered separate subject areas, but leveraging knowledge from big data analysis

requires both skillsets. A study from Bersin by Deloitte found that only 15 percent of organizations believed that their HR teams have “strong credibility”

when it comes to using analytics, compared to 80 percent who believe their finance and operations teams do.

Factors Impeding Efforts to Build an Analytical Organization

Source: Talent Management Magazine (i4cp Study)

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WISDOM COMES FROM PUTTING THINGS TOGETHER

WHAT’S GETTING IN THE WAY?

“

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WISDOM COMES FROM PUTTING THINGS TOGETHER

Silos: Even when an HR organization seeks to develop a talent analytics perspective, they are often limited by difficulties in obtaining the systematic, reliable, and defined data that they need. In many companies, structural silos (structural barriers between HR functions and relevant people in performance and operations) are difficult to break down. For example, in many organizations, worker training or learning operates independently of the human resource function, but data from both areas are needed to gain insights into workforce performance and talent gaps.

Companies have volumes of employee, HR, and performance data, including demographic information, performance reviews, educational history, job locations, and other factors relevant to workers. Talent analytics allow managers to use this data scientifically to make informed decisions about workforces and plan for the future, so as to anticipate leadership and talent gaps and to develop candidate pipelines.

In the area of talent acquisition, recruiters can use predictive analysis to screen job candidates’ potential to become good employees. Talent analytics can also be used to cross-analyze a candidate’s resume with personal information available on social networks, giving employers a tool for understanding a candidate’s interests and personality.

Bersin by Deloitte’s research into the use and capability of big data analysis in HR organizations resulted in the development of the “HR Analytics Maturity Model.” The research showed that organizations go through four stages of evolution in the process of utilizing big data in HR decision making: 1) reactive 2) proactive 3) strategic 4) predictive

Analytical Ability by Job Function

TALENT ANALYTICS

BIG DATA EVOLUTION MODEL

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WISDOM COMES FROM PUTTING THINGS TOGETHER

HR Analytics Maturity Model

Source: Bersin by Deloitte

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WISDOM COMES FROM PUTTING THINGS TOGETHER

For companies which are seeking to apply big data mining and predictive analysis to their HR function, the transition can be challenging. To get ready, companies should look to do the following:

1. Determine goals – is this a one-time project or an ongoing activity?2. Build a solid HR analytics team, which includes resources from outside of the HR organization.3. Establish a single source of performance data4. Invest in HR technology and training in visualization and project management

HOW TO GET READY?

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2015 COLLEGE GRAD PROSPECTS

According to a recent survey by Michigan State University, hiring for new college graduates with bachelor’s degrees will jump by 16 percent in 2015. The survey found explosive growth in the field of information services, which includes telecommunication companies, motion pictures, broadcasting, and publishing. According to Phil Gardner, director of Michigan State’s College Employment Research Institute (CERI), hiring in this field will jump by 51 percent.

The second fastest growing industry is Finance and Insurance, which will increase hiring by 31 percent. Professional, Business & Scientific Services, a broad area that includes management consulting, accounting, law, engineering services, and computer design, will also be looking to hire college graduates in the upcoming year.

Source: CERI

Sectors with Greatest Planned Increases in College Hiring

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2015 COLLEGE GRAD PROSPECTSSTARTING SALARIES

College graduates in 2015 with bachelor’s degrees in engineering disciplines command the highest starting salaries, with electrical engineering topping the list at $57,000. After engineering degrees, employers are paying the most for grads with degrees in software design and computer programming.

While these fields will result in strong starting salaries, the majority of employers plan to keep salaries at the same level as last year. At the bottom of the list are degrees in advertising, social work, and psychology, which all pay below $37,000 annually.

At the bottom of the list are degrees in advertising, social work, and psychology, which all pay below $37,000 annually.

Degrees and Expected Starting Salaries for the Class of 2015

Source: Michigan State University

METHODOLOGY

The DCR National Temp Wage Index is developed to assess the relative movements of temporary wage rates in the U.S. economy. The wage rates for temporary workers or contingent workforce are based on payments made by staffing firms to these workers based upon hours worked. Data collected from sources such as Bureau of Labor Standards (BLS) and other government sites as well as an internal pool of staffing companies and consultants, is aggregated and classified based on regions and skill categories, to arrive at an aggregate index.

The baseline for the index is set at 100 for January 2007. Index value for a particular month indicates relative wages with the said baseline and is representative in terms of direction and scale of change. Five years of data has been included to observe seasonal patterns and distinguish seasonality from long-term wage movements. The data and the model has been further refined over last six months.

DCR TrendLine combines the exhaustive data from BLS with practical and more recent developments and data from on-field consultants and clients, to provide timely near-term indications of trends and consistent long-term actionable and objective information.

DCR TrendLine uses multiple economic variables to ensure the robustness of its forecasts and cross-validation of trends.

Key data sources and parameters of interest included and influencing the index are:Unemployment dataGross Domestic ProductPrime rate of interestNew and seasonal Job openingsNon Farm employmentJob OpeningsAll ExportAll ImportAverage Hourly Earnings of All Employees Total PrivateAggregate consultant data on job market parameters

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SOURCE DATA

REFERENCEShttp://www.forbes.com/sites/peterhigh/2014/10/07/gartner-top-10-strategic-it-trends-for-2015/http://www.prnewswire.com/news-releases/us-cios-reveal-hiring-plans-for-first-half-of-2015-300003031.htmlhttp://www.computerworld.com/article/2844020/careers/10-hottest-it-skills-for-2015.htmlhttp://www.cio.com/article/2859558/careers-staffing/6-it-workforce-predictions-for-2015.htmlhttp://www.forbes.com/sites/joshbersin/2014/10/15/the-top-ten-disruptions-in-hr-technology-ignore-them-at-your-peril/4/http://www.forbes.com/sites/danschawbel/2014/10/29/the-top-10-workplace-trends-for-2015/3/http://www.worldwidelearn.com/online-education-guide/top-ten-job-trends.htmhttp://www.smartcompany.com.au/people/human-resources/43305-fifteen-job-trends-you-ll-see-in-2015.html#https://hbr.org/2014/08/unpredictable-work-hours-are-stressing-too-many-people-out/http://bigstory.ap.org/article/employers-step-prevent-worker-burnout-0https://www.linkedin.com/pulse/20140924124638-142374190-why-managers-employers-need-to-recognize-career-burnouthttp://fortune.com/2014/08/13/fun-in-the-sun-not-for-many-small-business-owners/http://fortune.com/2014/08/13/fun-in-the-sun-not-for-many-small-business-owners/http://www.northcountrypublicradio.org/news/npr/352751249/preventing-worker-burnout-can-boost-the-bottom-linehttp://www.huffingtonpost.com/2014/12/01/work-email-health_n_6226912.htmlhttp://www.huffingtonpost.com/2012/01/26/overtime-work-depression_n_1234025.htmlhttp://www.gfi.com/blog/survey-81-of-u-s-employees-check-their-work-mail-outside-work-hours/http://www.forbes.com/sites/susanadams/2014/10/14/the-industries-hiring-the-most-college-grads-in-2015/http://www.forbes.com/sites/susanadams/2014/11/19/the-college-degrees-with-the-highest-starting-salaries-in-2015/http://investors.adp.com/releasedetail.cfm?releaseid=885858http://www.huffingtonpost.com/sara-sutton-fell/5-surprising-facts-about-_b_5881862.htmlhttp://connect.trinet.com/2014/12/09/report-finds-ceos-of-u-s-small-and-mid-size-businessescan-spend-up-to-46-of-time-on-hr-issues/http://www.cnbc.com/id/102258937#.http://money.cnn.com/news/economy/world_economies_gdp/http://www.bls.gov/ooh/personal-care-and-service/recreation-workers.htm#tab-1http://www.nrpa.org/uploadedFiles/nrpa.org/Publications_and_Research/Research/Papers/Synopsis-of-Research-Papers.pdfhttp://www.bls.gov/oes/current/oes399032.htmhttp://fortune.com/2014/12/09/employers-are-posting-a-lot-more-job-openings/http://www.forbes.com/quotes/author/john-a-morrison/http://www.oracle.com/us/products/applications/human-capital-management/talent-analytics-and-big-data-2063584.pdfhttp://www.tlnt.com/2014/10/02/the-new-hr-its-high-time-to-truly-get-involved-with-big-data/http://www.forbes.com/sites/joshbersin/2013/10/07/big-data-in-human-resources-a-world-of-haves-and-have-nots/http://www.bersin.com/Lexicon/Details.aspx?id=15302http://www.talentmgt.com/articles/6757-hr-challenged-in-the-era-of-big-datahttp://www.citeworld.com/article/2137364/big-data-analytics/how-hr-analytics-can-transform-the-workplace.htmlhttp://blogs.wsj.com/economics/2014/12/09/businesses-see-revenues-employment-growing-in-2015-ism-says/

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DCR Workforce is an award winning, best-in-class service provider for contingent workforce and services procurement management. Our proprietary SaaS platform (SMART TRACK) assists in providing customizable VMS and MSP Solutions to manage, procure and analyze your talent with complete transparency, real-time control, high performance and decision-enabling business intelligence.

DCR Workforce serves global clientele including several Fortune 1000 companies. Customers realize greater efficiencies; spend control, improved workforce quality and 100% compliance with our services.

For more information about DCR Workforce and its Forecasting Toolkit (Rate, Demand, Supply and Intelligence) including Best Practice Portal, visit dcrworkforce.com

For more information call +1-888-DCR-4VMS or visit www.trendline.dcrworkforce.com

7815 NW Beacon Square Blvd. #224 Boca Raton, FL 33487sales@dcrworkforce.com | trendline@dcrworkforce.com

ABOUT DCR

© 2015 DCR Workforce, Inc. All Rights Reserved. DCR Workforce and Smart Track are Registered Trademarks. CCO — 082912

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